In the current environment, companies are experiencing convergence among the interests of investors, consumers and employees as they demand alignment between business, risk, and talent strategies that are driven by purpose and dexterity to create value, mitigate risk and sustain differentiated growth, as well as innovation, financial performance and economic outcomes. The sustainability of human capital is at the heart of this calculus, with stakeholders throughout the system (boards, C-suites, investors, consumers) articulating its importance.

For businesses, long-term success in the current environment requires determining how to maintain a breathtaking pace, with agility, productivity and desired outcomes without losing sight of health, wellbeing, quality of life, quality of products/services, quality of relationships and the importance of the most basic human interactions.

Willis Towers Watson’s Sustainable Human Capital Model illustrates that organizational practices across Culture, the Talent Value Proposition (TVP) and Inclusion & Diversity (I&D) drive sustainability by putting the employee at the center of the talent experience and enabling desired business outcomes in terms of growth, innovation and financial results.

The Sustainable Human Capital Model

Sustainable human capital practices across Culture, the Talent Value Proposition (TVP) and Inclusion & Diversity keep the employee at the center of the talent experience and drive desired and measurable business outcomes.

Successful organizations accomplish this through 10 key actions.

Ensure alignment between business, risk and talent strategies

Determine what is required to create a healthy company culture within your organization

Bring purpose and certainty to the forefront of the talent experience

Ensure your TVP reinforces the achievement of your business and talent strategy

Modernize Total Rewards programs and practices to meet employees where they are and where they want to go